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1、毕业论文附件：英译汉（译文）题目：企业文化是企业持续竞争优势的重要来源 译文：1.绪论可持续的竞争优势是指相对于竞争对手处于一个优越的地位，它在公司的发展中带来长期的竞争优势，帮助公司长期维持比同行业平均水平更高的利润额。所以，一个企业要想获得比同行业平均水平更高的利润和可持续的发展，就应当有一个可持续的竞争优势。因此，对这一领域的研究已成为一个热门话题。许多研究人员研究作为竞争优势来源的企业文化。埃德加阁下沙在他的著作“企业文化生存指南：关于文化变迁的意义与无意义”中指出，组织文化是非常重要的，因为它能决定一个公司的战略目标和运作模式。来自哈佛大学的教授科特和赫斯克特研究了企业文化与该公司长
2、期利润的相关性。他们在著作“企业文化与绩效”中指出：企业文化意味着一个公司的长期大量利润。M.Lemon和 P.S.Sahota研究了组织文化对企业创新能力的影响。刘光明在他的论文“核心价值观是第一生产力”中指出：企业文化是最主要的核心竞争力。根据先前对这一领域的研究，我们提出，优秀的企业文化是企业可持续竞争优势的重要来源。目前国内外关于企业文化与竞争力的关系研究众多，但比较明确和深刻的理论却很少，在这一领域研究的基础上，我们提出了优秀的企业文化是企业持续竞争优势重要来源的理论。2.持续竞争优势源泉的特性持续的竞争优势被认为是可持续的优化和升级，在这个过程中，企业的动态的与外部环境交换物质和能
3、量，而不是保持静止状态的一些特有的竞争优势。在这种情况下，“可持续”是有关竞争者的模仿。然而，上面提到的竞争对手，不仅在于同行业中明确的竞争对手，还包括将来欲进入该行业的潜在竞争者。只有当公司实行创新战略，才能不被竞争对手模仿，才能使公司拥有持续的竞争优势。这样，持续竞争优势的来源应该有以下三个特点：（1）价值性：作为持续的竞争优势来源，它应当有低运行成本的战略价值，与此同时，它可以给客户提供独特的价值和效益，最终帮助企业获得比同行业平均水平更高的收益。（2）异质性：作为持续竞争优势的来源，应当在企业的长期经营和发展过程中培育和积累。由于来自于不同企业的特性，因此它们是不同的，换句话说，它们是
4、独特的。(3)难以模仿的属性：持续的竞争优势是企业在长期的具体的发展过程中逐渐培育起来的，这样的来源是很难模仿的，因为它极大地依赖于形成的路线。3.优秀的企业文化拥有可持续竞争源泉的三个特征笔者认为，企业文化是指导员工行为的管理模式和规范，特别是企业的使命、愿景、价值观、行为准则、道德、习俗、传统标准等，它通常是由以下几方面形成：理念文化、制度文化、行为文化和物质文化。 3.1优秀企业文化的价值优秀企业文化价值的独特功能如下： 3.1.1双激励功能由于亚当斯密“经济人”理论的流行，多数经济学家假定人的动机纯粹出于自身利益。一方面，这一理论将有利于经济学家作出以此为前提的经济问题的高级研究；另一
5、方面，在现实中，人类的动机有许多不确定的因素，其中有许多因素与自身利益是无关的。1998年来自于剑桥大学的诺贝尔经济学奖得主阿马蒂亚森教授宣称，自身利益是所有动机中最重要的动机。然而，像人性、平等和公共道德等其他动机也是很重要的。在这一点上，如果我们把自身利益看成是唯一的动机，并排除所有其他的动机，这将使我们很难理解人类的理性行为。科特指出，今天制度经济的研究应当是基于人类现实基础上的研究。事实上，根据新制度经济学，人类的动机是双重的出于自身利益和非自身利益的。优秀的企业文化是亚社会文化的专业化，它有一个以物质为载体的显著特点。企业物质文化，不仅显示在产品服务和技术创新领域，而且还显示在工作环
6、境、工作条件的改善，合理的薪酬体系、文化设施的建设上。企业通过加强物质文化建设，特别是“绩效评估”和“劳动报酬”制度，实现员工的自身利益要求，对员工工作的积极性起到激励作用。理念文化是企业文化的核心，作为企业的核心价值体系，理念文化可以指导企业的价值观和经营思想。这样，它可以代表企业全体员工良好的相互追求，最终唤起员工工作的积极性。 3.1.2优秀的企业文化具有很好的导向功能新制度经济学关于人类行为的第二个前提是人类与环境的关系。换句话说，它只是所谓的“有限理论”，“有限理论”是由阿罗提出来的，根据这一理论，人类的行为意识在理性的合理范围内。从罗斯的观点来看，有限理论包括两个部分：1，环境是复
7、杂的；2，人类的认知和计算能力是有限的，环境的不确定、信息的不完全以及能力的有限性会使每个人对环境的主观反映彼此不同，最终，这将导致每个人的选择不同。优秀企业文化的导向功能能够对企业行为的方向起到指示和引导作用：（1）它可以显示出企业的发展方向。企业文化可以使目标和方向以概括性、简洁性和哲学语言形式清晰地展现给我们，事实上，这些东西是通过长期的教育形成的，并对企业员工产生潜移默化的影响，最终，这些东西会成为他们精神的一部分；（2）优秀的企业文化能诱导企业行为方向。企业文化设定的目标其价值在于是所有员工的目标，这是一个对所有员工的共同行为极大的诱因，它有利于所有员工统一的朝着管理者预期的方向发展
8、。此外，彼得斯和沃特曼指出，在共同的价值观指导下，杰出企业的普通员工可以清晰的明白自己将做什么，所以我们可以说，优秀的企业文化指引员工行动的范围，使全体员工统一的朝着企业的共同目标前行。 3.1.3整体功能限制（略） 3.1.4优秀的企业文化导致持续创新（略） 3.2企业文化的异质性一般来说，企业文化是通过长期传播和规范一步一步逐渐形成的。它首先是由少数人根据一些特定的业务条件倡导和开展的。 3.2.1企业文化是应企业发展的需求并在特定的环境中形成的 社会存在决定社会意识，核心价值观总是在企业追求生存和发展过程中逐步形成的。作为一个社会有机体，为了适应环境，企业有自己的价值观和行为模式，与此同
9、时，只有企业文化适应企业的发展，并且被绝大多数员工所认同，企业才能有强大的生命力。 3.2.2企业文化是由少数人发起的文化反映的是人们的意识，而不是对环境被动的反映。一般来讲，对文化的需求是从与根深蒂固的传统习俗重视多元化的利益冲突引起的，在此之后，一些人被首先激起并要求新的文化去适应新的环境，改变落后的观念和行为模式，最终，这些人将成为企业文化的先驱。然而，由于这些领导人的倡导和前体的证明，这个新的企业文化启示着其他员工，并最终融入到新的文化模式中。 3.2.3企业文化是一个不断宣传、实践和规范管理的结果企业文化的变革有一个过程，在此过程中新的概念和行为模式替代旧的概念和行为模式。基于此，新
10、的文化应当被广泛的宣传，以便使其能被所有员工逐步接受。一般来说，企业文化要经历一个改良、确认和作为的过程，新的概念需要在实践中不断强化，通过修改和完善使文化得以广泛的传播。通常，企业文化作为文化的产物、规范管理的结果是相当缓慢的，一旦新的文化被证实是合理和必要的，经营者就将制定相关的管理制度和行为规范，加强它通过实践进行巩固，以此改变员工的思想和行为模式，建立新的企业文化。 总之，企业文化的形成过程，如管理环境、产业、管理人员、企业历史、战略、业务分化等方面的不同，导致了其多样性，使得企业文化彼此不同。 3.3企业文化具有难以模仿的属性维克多纽曼和查哈比基介绍说：1.文化只涉及技术的实现过程，
11、而不是技术本身的副产品；2.新的文化如果没有需要的新技术的需求是不会出现的；3.管理者直接从其他企业迁移文化到自己企业中是航毫无意义的，只有企业能够熟练地开展新技术，新的企业文化才能转变为自己的文化。巴尼把企业文化看成是对抗竞争对手模仿的最有效和最坚实的堡垒。他提出了两点原因：一方面，文化可以使企业不同于彼此；另一方面，企业文化的某些部分对竞争者来说是难以理解和用言语来表达的。换句话说，如果竞争对手甚至不能理解和复制企业文化，那么文化也许是比任何法律和制度更优越的保护企业战略优势的武器。中国教授刘光明也指出，比起技术和制度，文化会使竞争对手更加难以模仿。企业文化的形成过程也表明，企业文化是难以
12、模仿的，因为它极大地依赖于形成的路线。此外，路线的形成是与确定的企业相关的许多因素所决定的，因此企业文化不可能适合所有的企业。 (译自2007年管理科学与工程国际学术会议论文集)英文原文：Corporate Culture is an Important Source of Sustainable Competitive Advantage1.IntroductionWhere sustainable competitive advantage means a superior status compared to the competitors,it is related to a long
13、 term competitive advantage during the corporations development as to help the corporation maintain a higher profit than the average level of the industry in a long period.So,if a corporation wants to obtain a higher profit than the average level of the industry and makes a sustainable development,i
14、t should have a sustainable competitive advantage.Therefore,the research on this field has become a hot topic.Many researchers have examined corporate culture as a source of competitive advantage.Edgar H.Schein pointed out in his book“The Corporate Culture Survival Guide:Sense and Nonsense About Cul
15、ture Change”that organizational culture is very important as it can decide the strategic target and the operation pattern of a corporation.Professor Kotter and professor Heskett from Harvard University have studied the correlativity between corporate culture and the long term profit of the corporati
16、on.They explained in their book“Corporate Culture and Performance”that corporate culture means a lot to a corporations long term profit. M.Lemon and P.S.Sahota studied organizational cultures effect on the innovation ability of corporations.Liu guang-ming presented in his paper“Core value is the pri
17、mary productivity”that corporate culture is the primary core competence.According to the previous research on this field,we present that excellent corporate culture is the important source of corporations sustainable competitive advantage.Research on the relationships between corporate culture and c
18、ompetence has been popular inside and outside the country at present,but explicit and deep going theories are few.Based on the research in this field,we put forward that excellent corporate culture is the important source of sustainable competitive advantage2.Characters for the source of sustainable
19、 competitive advantageThe sustainable competitive advantage is regarded as sustainable optimizing and updating advantage of the corporation during the course in which the corporate exchanges its substance and power with the dynamic external environment rather than keeping some specific competitive a
20、dvantage in a static state.In this case，the“sustainable”is related to the imitation of the competitors.However,the competitors mentioned above are not only the unambiguous competitors in the industry,but also including the potential competitors who will enter the industry in the future.0nly when the
21、 creative strategy implemented in the corporation can not be imitated by competitors，can the corporation have sustainable competitive advantageIn this way,the source of sustainable competitive advantage should have three characters as following:(1)Values：As the source of sustainable competitive adva
22、ntage,it should have strategic values with a low running cost.At the same time,it may provide customers with unique values and benefits and finally help the corporation to obtain a higher profit than the average level of the industry.(2)Heterogeneity:As the source of sustainable competitive advantag
23、e,it should be cultivated and accumulated in a long term along with the corporations development.The characters from different corporations will be different as the corporations are different and so be the approaches by which the characters are cultivated.In other words,they are unique.(3)the attrib
24、ute that difficult to imitate:The source of sustainable competitive advantage is cultivated step by step in a long period as specifically related to the development process of the corporation.In this way,this source is hard to be imitated as it is greatly dependent on the forming route3.Excellent co
25、rporate culture has the three characters belonging to the source of sustainable competitive advantageThe author sugggests that corporate culture is the patterns and norms that govern the behaviors of employees,particularly,the companys mission,vision,values,standard of conduct,ethics,customs，traditi
26、ons and so on.And it is usually formed by for layers as:idea culture,Institutionary culture,behavior culture and material culture3.1 Values of excellent corporate cultureThe special functions of excellent corporate cultures values extremely show up as following：3.1.1 Dual incentive functionsSince th
27、e theory“economic man”from Adam Smith was well known,most economists assumes that human beings are motivated solely by self-interest.On the one hand,this theory will be favorable for economists to make advanced research on economy problems taking this theory as a premise；on the other hand,in reality
28、,human beings are motivated by many uncertain factors,and many of them are unrelated to self-interestThe 1998 Nobel Prize winner professor Amartya Sen from University of Cambridge declared that self-interest is the most important motivation outof all motivations.However,other motivations like humann
29、ity,equity and public morality are also important motivations.At this point,if we takeself-interest as the only motivation and exclude all the other motivations，it will be hard for us to understand rational behaviors of human beings.Coase pointed out that research on institutional economics of today
30、 should be based on the reality of human beings.Actually,according to New Institutional Economics,human beings are doubly motivated by self-interest and no-self-interest. Excellent corporate culture is a sub-specialization of social culture.It has a notable peculiarity for taking substance as a carr
31、ier.The corporate material culture shows up not only in the fields like product service and technology innovation but also for the improvement in working environment,working conditions,reasonable salary system,establishment of cultural facilities and so on.The corporation fulfilIs employees requirem
32、ent of self-interest through improvement in the material culture construction,especially the institution of“performance of evaluation”and“payment for labor”.Then,the corporation will have the incentive function related to employees job motivationIdea culture is the core of corporate culture.As a val
33、ue system with the center of corporate core value,idea culture can guide corporate operation in terms of values and mutual consciousness.In this way,it can represent the mutual pursuit of all employees for the corporations good and will finally evoke employees job motivation3.1.2 Good guiding functi
34、ons of excellent corporate cultureThe second premise of New Institutional Economics about human behaviors is referred to the relationship between human beings and environment.In other words,it is just the so called “bounded ration”.“Bounded ration” is a theory introduced by K.Arrow. According to thi
35、s theory,human behaviors are conscious rational with the bounded ration.From Nuosis point of view,the bounded ration includes two parts:l,Environment is complex;2.Humans cognitive and calculating capabilities are bounded.The uncertainty of the environment and incompleteness of information together w
36、ith the bounded capabilities can make everyones subjective models as a response to the environment different to each other.Finally,this will lead difference to everyones choiceGood guiding functions of excellent corporate culture can have an indicating and inducing effect on the direction of enterpr
37、ise behavior:(1)it can show the direction of the corporations development.Corporate culture can make the target and direction clear to us in forms of recapitulative，pithy and philosophic words.Actually,these words are formed through a long term education and have exceed a subtle influence on employe
38、es in the corporation.Finally,these words will become a part of their spirit;(2)Excellent corporate culture can induce the direction of enterprise behavior.The value target set up by corporate culture is the target of all employeesIts a great inducement for the joint act of all employees and it will
39、 help all employees to unify voluntarily to the direction expected by managers.Furthermore,Peters and Waterman concluded that common employees in outstanding corporations are clear about what they are doing under most circumstances as guided by the shared value.So we can say,excellent corporate cult
40、ure can supply the gap of bounded ration and make all employees behaviors in accordance with the direction and common target of the corporation.3.1.3 Overall restricting function(略)3.1.4 Excellent corporate culture leading to sustainable innovation（略）3.2 The heterogeneity of corporate cultureGeneral
41、ly speaking,corporate culture is formed step by step through a relatively long period of transmitting and normative administration.Firstly,it is advocated and carried out by a few people under a certain condition of business.3.2.1 Corporate culture is created for the demand of corporations developme
42、nt under a certain environment.Consciousness is always behind existence as the core values are formed step by step in the process in which corporations are in pursuit of surviving and development.As a social organism,the corporation will have its own values and behavioral model in order to adapt to
43、the environment.At the same time，only when the culture fits the corporations development and is accepted by most employees can the corporation have great vitality.3.2.2 Corporate culture is initiated by a few peopleCulture reflects intention of peoples consciousness rather than a passive response to
44、 the environment.Generally speaking,the demand for culture arises from the conflict of diversified interests attached with ineradicable traditional customsAfter this,a few people are firstly roused and they claim for new culture adapted to the new situation to change the old concepts and modes of co
45、nduct.Finally,these people will become pioneers of corporate culture.However,as advocated and demonstrated by these leaders and precursors,this new culture enlightens other people in the corporation and finally it turns into the corporations new modes of culture.3.2.3 Corporate culture is a result o
46、f continuous publicity,practice and normative administrationThe change of corporate culture is a process in which new concepts and modes of conduct take place of the old ones.Based on this,the new culture should be widely propagandized so that it can be accepted by all employees step by step.General
47、ly speaking,corporate culture will go through a period with amelioration,confirmation and aggrandizement as a new concept need an incessant practice process in which it can be amended and improved to be widely spread.Usually,the corporate culture is the result of normative administration as the outg
48、rowth of the culture is quite slow.Once the new culture are confirmed to be reasonable and necessary,business operators will set down relevant managerial system and criterion of conduct to strengthen it through practice in order to change employees thinking and behavioral model and build new corpora
49、te culture.In a word,the forming process of corporate culture leads to the heterogeneity of corporate culture as the differentiation in management environment,industry,managers,corporate history,strategy,businessobjectives and so on makes the corporate culture different to each other.3.3 The attribute belonging to corporate culture that difficult to imit
